Section 800: Monday & Wednesday 1:50pm to 3:10pm, Rich Hall (Rich 221)
Section 810: Monday & Wednesday 3:25pm to 4:45pm, Rich Hall (Rich 221)
Text: Policy & Strategy: Crafting and Executing Strategy: Concepts & Cases,
A.A. Thompson Jr., A.J. Strickland, and J.E. Gamble, 2008, 16th Edition,
(With BSG/GLOBUS access card: 007-8185009)
McGraw-Hill/Irwin (Required).
Recommended Current issues of Wall Street Journal, BusinessWeek, Fortune, and
Readings: Business Section of the Syracuse newspaper Post Standard. These resources will be used to supplement the other teaching material.
Instructor: Sarfraz A. Mian, Ph.D.
Professor, Strategic Management & Entrepreneurship
310 Rich Hall ●. Tel. ext. 3154 ● Email:
Home page: www.oswego.edu/~mian
Office Hours: Monday & Wednesday: 11:00-1:30
And by appointment
Course Overview:
This senior level capstone course is designed to provide experience in the development and application of management policy and strategy at all levels of management. The course material will draw from various management functions (human resources, marketing, finance, operations, and R&D etc.) resulting in the synthesis of all business and management curricula.
The course is aimed at developing skills in diagnosing organizational problems, and studying the management decision making process in formulating and selecting strategic alternatives. Additionally, by reviewing actual case histories it is possible for participants of this course to analyze the strategic decisions made by the senior managers in human resources, marketing, production, accounting etc. in developing organizational policy in local, regional, and global environments.
Course Objectives:
o To advance the understanding, appreciation, and application of conceptual managerial skills in strategic planning and management policy.
o To increase awareness of economic and political trends, discuss global and ethical issues along with other external and internal influences. Emphasize technological developments (including information technology), which have a significant impact on the role of the manager and the direction of the overall organization.
o. To provide the opportunity to integrate concepts, principles and fundamentals from all functional areas into the study, analysis and solution of organizational problems.
o. To further develop general analytical skills applicable to the identification and solution of managerial problems and issues through case analyses and business simulation.
o. To develop the ability to critically analyze the organizational problems objectively, factually, and logically, both orally and in writing. To present findings and recommendations in a concise, organized and persuasive manner.
o. To develop skills in effective group work and decision-making through team problem solving and term project management.
o. In the regional North American economic integration context familiarize students with the strategic importance of agreements such as NAFTA.
Format:
Depending upon the class size, the students will be formed into teams of three to five participants per team. Each student will complete individual responsibilities and function as a primary member of his/her team. Each team will complete case assignments and manage its own company in a simulated competitive industry environment.
Course Expectations:
Management Policy & Strategy Concepts: Students are required to become thoroughly conversant with the content of the basic text (see, policy and strategy text above). In addition to the readings listed in the course outline, additional literature, case studies and practicum exercises may be assigned during the course. Each team will make one formal case presentation during the semester with accompanying written analysis of that case. Each student is expected to participate fully in all class sessions.
Simulation Game: Class time will involve: discussion relative to understanding the business simulation; team strategy-planning necessary to make weekly decisions; problem solving sessions involving instructor as consultant; hands-on computer work and online experience etc. Teams are responsible for keeping all necessary records relative to the management of their firm, assignments made within each team and evaluation of each other both for group and oral/written presentation work. Teams will be expected to meet as often as necessary to complete their weekly decisions. Each team will prepare and present a summary written/oral annual report regarding their company plus additional work as noted in the evaluation section of this document.
Course Evaluation:
The grade will be determined by policy as well as simulation assignments as follows:
Concepts Evaluation:
ý Three written tests based on lecture material
ý Take home and in-class case analysis exercises
ý In-class team case presentation and written reports
Simulation Evaluation:
ý Company performance as shown by its relative position
ý Company annual report prepared at the conclusion of the game
General Evaluation:
ý Class Participation: attendance, active participation in case discussions, simulation exercises, and timely completion of all assignments.
Grading:
ý Grades will be determined as follows:
90 to 100% = A; 80 to 89 %= B; 70 to 79 %= C; 60 to 69% = D; 59% & below = F
NOTES
ð Prerequisites: Senior standing in any business administration related program is required —this means successful completion of ACC 201, ACC 202, MKT 250, MGT 261, BLW 280/355, and FIN 325. Students without adequate academic background should not remain in this course (please check with BASAC for the requirements). Those who choose not to drop the course will not be allowed to withdraw because of inadequate academic preparation. Inadequate preparation often leads to poor performance. If somehow your name is not included in the firm enrollment class list, please inform me (the instructor) immediately for appropriate corrective action. The instructor must approve all add cases.
ð Attendance: Individual attendance is mandatory. Students who miss more than two classes without prior permission may not continue in the course. An additional one-credit language workshop may be integrated with MGT 495. The workshops are available in French, German, Italian, and Spanish. For this purpose contact the appropriate instructor from each department.
ð Disability: If you have a disability condition, which might interfere with your ability to successfully complete this course, please contact me (the instructor) within the first two class sessions to make appropriate arrangements. For questions contact the college Office of Disability Services at 312-3358.
ð Intellectual integrity: Intellectual integrity on the part of all students is basic to individual growth and development through college course work. When academic dishonesty occurs, the teaching/learning climate is seriously undermined and student growth and development are impeded. For these reasons, any form of intellectual dishonesty is a serious concern and is therefore prohibited. Students are expected to be fully familiar with the campus policy on intellectual integrity which can be found in the undergraduate catalog.
ð Drop and Withdrawal: It is the responsibility of the students to be fully informed of the college catalog policies regarding course add, drop and withdrawal.
SCHEDULE OF EVENTS
Dates Topics and Assigned Material
Jan 26 Introductions and course overview
Jan 28 Team formation, In-class team building exercise
Feb 02 In-class Case Analysis Exercise 1 (Robin Hood)
Feb 04 Text Chap 1, 2 — read these chapters before class
Feb 09 Text Chap 3, 4 — read these chapters before class
Feb 11 Text Chap 5 to 8 — read these chapters before class
Feb 16 Exam 1 (covering chapters 1 to 8 + articles and handouts)
Feb 18 Exam 1 Results Review, Simulation Overview
Feb 23 Simulation Practice Decision 1
Feb 25 Simulation Practice Decision 2
Mar 02 Text Chap 9, 10 — read these chapters before class
Mar 04 Text Chap11 to13, NAFTA notes — read these chapters before class
Mar 09-11 Spring Break--No class
Mar 16 Simulation Decision Year 11
Mar 18 Simulation Decision Year 12
Mar 23 Course material including NAFTA-Mexico notes review,
Simulation Decision Yr 13
Mar 25 Exam 2 (covering chapters 9 to 13 + articles and handouts)
Mar 30 Exam 2 Results Review, Simulation Decision Year 14
Apr 01 Simulation Decision Year 15
Apr 06 Simulation Decision Year 16
Apr 08 Simulation Decision Year 17
Apr 13 Simulation Results Presentations (Teams A-I)
On Apr 13, each team must turn in their written company simulation report
Apr 15 In-class Case Analysis Exercise 2 (case to be announced)
On Apr 15, each team must select a case for analysis from the text
Apr 20 Student Group Case Analysis Presentations (Teams A, B)
Apr 22 Quest--No Class
Apr 27 Exam 3 (cumulative)
Apr 29 Student Group Case Analysis Presentations (Teams C, D, E)
May 04 Student Group Case Analysis Presentations (Teams F, G, H)
May 06 Student Group Case Analysis Presentations (Teams I, J)
Concluding Discussion and Course Review
On May 06, each team must turn in their written case analysis report
Please Note: You are expected to have thoroughly reviewed the assigned material (text chapters, reserve material and handouts etc.) before you come to each class session. The instructor will make random checks by asking questions and/or holding surprise quizzes.
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